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Journal articles on the topic 'Operational Agility'

Author: Grafiati

Published: 2 June 2025

Last updated: 31 July 2025

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1

Fulea, Mircea, Bogdan Mocan, Mihai Dragomir, and Mircea Murar. "On Increasing Service Organizations’ Agility: An Artifact-Based Framework to Elicit Improvement Initiatives." Sustainability 15, no. 13 (2023): 10189. http://dx.doi.org/10.3390/su151310189.

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The present research focuses on operational agility in service organizations, which are subject to variability through customers, service providers, suppliers, or unexpected events. As such, their management teams may face challenges in understanding their agility-related assets and success metrics, and furthermore in defining the scope of work for improvement initiatives. Previous research offers quite general insights into agility-related capabilities, practices, obstacles, or (agility-related) information quality evaluation. Yet, management teams need specific practices and techniques in or

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Lorenz, Rafael, Luzius Bäckert, and Johannes Heck. "Principles of Operational Agility: A Case Study of a Swiss Telecommunication Company." Die Unternehmung 74, no. 2 (2020): 173–86. http://dx.doi.org/10.5771/0042-059x-2020-2-173.

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Management research has begun to investigate operational agility, the capability of organizations to adapt rapidly and incrementally in response to changing conditions. The purpose of this study is to bridge the discrete research areas of agile development and agile manufacturing, which exist within literature on operational agility, and to derive the principles of operational agility itself. It therefore combines previous research with evidence from an explorative single case study. The study identifies eight principles of operational agility which may guide practitioners to form organization

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Joiner, Bill. "Leadership Agility for Organizational Agility." Journal of Creating Value 5, no. 2 (2019): 139–49. http://dx.doi.org/10.1177/2394964319868321.

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Organizational agility has become an imperative for companies around the globe, who want to be competitive and add value in today’s business environment of hyper change and complexity. Yet, executives and academics alike agree that the current level of agility in the vast majority of companies is not nearly what it needs to be. To develop a level of organizational agility suited to turbulent environmental conditions, executives need to place an emphasis on three areas: strategic agility, operational agility (including culture as well as structures and systems), and leadership agility. This art

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Amnur, Andi Akmal. "Integration of Operational Excellence into Organizational Culture and Organizational Agility." Global International Journal of Innovative Research 2, no. 9 (2024): 2175–82. http://dx.doi.org/10.59613/global.v2i9.321.

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In an increasingly competitive and dynamic business environment, companies must develop the ability to adapt and innovate to remain relevant and successful. This research examines the transformation of Operational Excellence into Organizational Culture and Organizational Agility. The focus of the study is to evaluate how Operational Excellence influences Organizational Culture and how these two elements contribute to Organizational Agility. Through literature analysis and case studies, this research finds that Operational Excellence must become an Organizational Culture that supports the enhan

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Purnama, Muzzamil Putra, and Dessy Isfianadewi. "The Role of Enterprise Agility in Mediating Digitalization Capabilities Towards Superior Performance of MSMEs." MEC-J (Management and Economics Journal) 8, no. 3 (2024): 285–304. https://doi.org/10.18860/mec-j.v8i3.29235.

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Many companies have launched new models of digital technology support during the COVID-19 pandemic, such as online sales, digital customer interaction, online employee training, and remote workforce solutions, not all companies have benefited. Covid-19 has enough impact on the economy to make business people inevitably have the ability to adjust their agility skills so that their business can survive in the new normal era. This research aims to analyze the influence of digitalization capabilities, mediated by market utilization agility and operational adjustment agility, on the performance of

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Syamil, Ahmad, Nazaruddin La Ode, Bernadetha Christy Rosariana, Livia Maharani Aristy, and Rut Liesl. "The Roles of Agility, Supply Chain Sustainability, and Risk Management on Operations Performance in Manufacturing Industry." Jurnal Ilmiah Manajemen Kesatuan 13, no. 3 (2025): 1387–98. https://doi.org/10.37641/jimkes.v13i3.3315.

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This study investigates the role of sustainable supply chain practices and risk management in enhancing manufacturing agility and operational performance, with a particular focus on the underexplored context of developing countries such as Indonesia. Data were collected from 255 managers and executives across the manufacturing, operations, logistics, and supply chain sectors using a structured questionnaire based on a five-point Likert scale. The responses were analyzed using SmartPLS. The results indicate that environmental practices positively influence both manufacturing agility and operati

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Aljawazneh, Bahjat Eid. "The mediating role of supply chain digitization in the relationship between supply chain agility and operational performance." Uncertain Supply Chain Management 12, no. 2 (2024): 669–84. http://dx.doi.org/10.5267/j.uscm.2024.1.017.

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This study investigates the mediating role of supply chain digitization in the relationship between supply chain agility and operational performance. To test the study hypothesis, a survey questionnaire was distributed to 320 respondents occupying different managerial positions at pharmaceutical manufacturing companies in Jordan. However, 285 questionnaires were retrieved, of which 17 were excluded for their invalidity. Thus, only 268 questionnaires were found to be valid for statistical analysis. The results show There is a relationship that is statistically significant between supply chain a

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Talaei, Jason, Alan Yang, Tolkyn Takishova, and Masialeti Masialeti. "How Does Cost Leadership Strategy Suppress the Performance Benefits of Explainability of AI Applications in Organizations?" Journal of Global Information Management 32, no. 1 (2024): 1–23. http://dx.doi.org/10.4018/jgim.354062.

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This study examines how explainable artificial intelligence-enabled agility, encompassing operational and market agility, influences performance. We examine the potentially negative effect of a cost-leadership strategy on the performance benefits of explainable AI. Data from a survey of IT executives was analyzed. Findings suggest that the explainability of artificial intelligence applications does not directly relate to performance. Instead, its benefits are actualized through operational and market agility. However, our study finds that in organizations that prioritize cost leadership, the p

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Aaman, Nitasha, Jamshid Ali, Bahaudin G. Mujtaba, and Navidreza Ahadi. "Organizational Agility within the Context of Environmental Challenges: Assessing the Mediating Effect of Sustainable Prices Procurement." SocioEconomic Challenges 8, no. 4 (2024): 50–69. https://doi.org/10.61093/sec.8(4).50-69.2024.

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Due to environmental degradation, the growing concern of green project performance has become the new marketable demand in the field of project management. Organizational agility as an emerging trend yields sustainability to attain the desired environmental goals and helps to adopt green practices like green procurement. This study empirically checked the direct and indirect impact of organizational agility (customer, partnering, and operational agility) on green project performance, and to understand the mediating role of green procurement between them in relation to the institutional theory,

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Tan, Felix Ter Chian, Barney Tan, Wenjuan Wang, and Darshana Sedera. "IT-enabled operational agility: An interdependencies perspective." Information & Management 54, no. 3 (2017): 292–303. http://dx.doi.org/10.1016/j.im.2016.08.001.

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Setyawan Firmansyah, Harry, and Hotlan Siagian. "Impact of Information Sharing on Supply Chain Performance through Supplier Quality Management, Supply Chain Agility, and Supply Chain Innovation." Petra International Journal of Business Studies 5, no. 2 (2022): 119–31. http://dx.doi.org/10.9744/ijbs.5.2.119-131.

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The study investigated the impact of information sharing on supply chain performance through supplier quality management, supply chain agility, and supply chain innovation. The data collection used a questionnaire designed with a 7-point Likert scale in GoogleForm and printed format and distributed through social media, email, WhatsApp, and mail posts. Of the 266 population, as many as 112 responses were received and were considered valid for further processing. The data analysis used the partial least square technique (PLS) utilizing SmartPLS. The analysis showed that information sharing dir

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Akkaya, Bulent, and Gozde Mert. "Organizational Agility, Competitive Capabilities, and the Performance of Health Care Organizations During the Covid-19 Pandemic." Central European Management Journal 30, no. 2 (2022): 2–25. http://dx.doi.org/10.7206/cemj.2658-0845.73.

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Purpose: Managers of healthcare organizations must be much more dynamic and agile to survive in a competitive environment. Administrators, managers, and leaders in healthcare organizations must meet both patients’ and staff’s needs, expectations, and requests at the maximum level in order to create organizational agility. What counts among these responsibilities is the use of operational competitive capabilities at the highest level and being organizationally agile? In this context, this study determines the relationship between the operational competitive capabilities of healthcare organizati

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Lotfi, Maryam, and Soroosh Saghiri. "Disentangling resilience, agility and leanness." Journal of Manufacturing Technology Management 29, no. 1 (2018): 168–97. http://dx.doi.org/10.1108/jmtm-01-2017-0014.

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Purpose Regarding today’s volatile and turbulent markets accompanied by natural disasters and political upheavals, being resilient has become crucially important for many firms. It is widely accepted that the firm’s operations need to be cost efficient as well as customer responsive. Lean and agile have been proven to be pertinent strategies toward efficiency and responsiveness. But the operations also need to be resilient against disruptions to quickly return to their original state or even a better one. While the question of how leanness and agility impact operational performance outcomes ha

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Li, Lei, Jiabao Lin, Ofir Turel, Peng Liu, and Xin (Robert) Luo. "The impact of e-commerce capabilities on agricultural firms’ performance gains: the mediating role of organizational agility." Industrial Management & Data Systems 120, no. 7 (2020): 1265–86. http://dx.doi.org/10.1108/imds-08-2019-0421.

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PurposeThis study aimed to investigate the impact of e-commerce capabilities on agricultural firms’ performance gains through organizational agility.Design/methodology/approachA survey was used to collect data from 280 managers of agricultural firms. The proposed model was tested via structural equation modeling.FindingsThe empirical results indicated that organizational agility plays a mediating role in conveying the positive influences of e-commerce capabilities on agricultural firms’ performance gains. Specifically, managerial, talent and technical capabilities have different effects on mar

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Dinçer, Mehmet Barkın, and Cenk Tufan. "THE NEXUS AMONG SUPPLY CHAIN MANAGEMENT, STRATEGIC AGILITY, AND OPERATIONAL PERFORMANCE." Yönetim ve Ekonomi Araştırmaları Dergisi 23, no. 1 (2025): 266–96. https://doi.org/10.11611/yead.1436506.

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It is becoming essential for the managers of companies operating in dynamic environments with a high degree of environmental uncertainty to be aware of the antecedents that affect supply chain activities and, therefore, their performance, and at the same time, to understand how they can cope with environmental factors. Using the dynamic capabilities theory as a basis., this study examines the sequential relationships among supply chain management, strategic agility, and operational efficiency of manufacturing firms. The data was collected from middle- and upper-level managers of the 60 manufac

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Cvetković, Miodrag. "Supply chain agility in tactical and operational condition." Ekonomski pogledi, no. 4 (2013): 171–89. http://dx.doi.org/10.5937/ekopog1303171x.

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Ayra, Alisha Deeba, and Wahyuningsih Santosa. "Peran Resiliensi dalam Memediasi Pengaruh Budaya Manajemen Risiko Rantai Pasok terhadap Kinerja Organisasi." AKADEMIK: Jurnal Mahasiswa Ekonomi & Bisnis 5, no. 1 (2025): 332–46. https://doi.org/10.37481/jmeb.v5i1.1200.

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This study aims to analyze the impact of Supply Chain Risk Management Culture on Re-engineering, Agility, Collaboration, and Organizational Performance. Based on research involving 125 respondents, it was found that Supply Chain Risk Management Culture positively and significantly influences Re-engineering, Agility, and Collaboration. However, these variables do not directly affect Organizational Performance. Instead, they act as mediators connecting the Supply Chain Risk Management Culture with improved Organizational Performance. Additionally, further research on 125 respondents in automotiv

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Amah, Cletus Okey, and Victor Kalada Jumbo. "Enhancing Organisational Agility in the Hospitality Industry through Supply Chain Integration: Empirical Evidence from the Niger Delta." European Modern Studies Journal 8, no. 6 (2024): 29–43. https://doi.org/10.59573/emsj.8(6).2024.4.

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This study is anchored in the resource-based view theory as well as the relational view theory, and sought to investigate the relationship between Supply chain Integration and Organisational Agility in the hospitality industry. With specific focus on four-star hotels in the iconic Niger Delta city of Port Harcourt, the study adopted a survey approach, using primary data obtained from staff of these hotels (being the population of the study). Four hypotheses were tested using Spearman’s Rank Correlation to evaluate the relationship between the operational dimensions of Supply Chain Integration

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Liestyana, Yuli, Tri Wahyuningsih, Atriken Natasha, Yekti Utami, Hadi Oetomo, and Tugiyo Tugiyo. "The analysis of dynamic supply chain capability and operational performance of food and beverage MSMEs in Sleman, Indonesia." International Journal of Business Ecosystem & Strategy (2687-2293) 6, no. 2 (2024): 13–24. http://dx.doi.org/10.36096/ijbes.v6i2.504.

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Dynamic capabilities in the supply chain play an essential role in improving an organization's operational performance. This research aims to see the influence of supply chain dynamic capabilities, including collaboration, integration, agility, and responsive capabilities, on the operational performance of food and beverage MSMEs in Sleman, Indonesia. The sample of this study is food and beverage MSMEs located in Sleman, Indonesia, which apply supply chain management capabilities such as collaboration, integration, agility, and responsive capabilities. The MSMEs must have been operated for mor

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Saed Hijjawi, Ghufran, and Khaled Mahmoud Al-Shawabkeh. "Impact of Strategic Agility on Business Continuity Management (BCM): The Moderating Role of Entrepreneurial Alertness: An Applied Study in Jordanian Insurance Companies." International Journal of Business and Management 12, no. 10 (2017): 155. http://dx.doi.org/10.5539/ijbm.v12n10p155.

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This paper presents an introduction and identification of business continuity management under the influence of strategic agility. Consequently, this study investigating the underlying dimensions of strategic agility and business continuity management in the presence of entrepreneurial alertness with special emphasize to Jordanian Insurance companies. The results of the study indicates that operational agility is the most mature agility at Jordanian Insurance companies, and it works better with the presence of entrepreneurial alertness to get efficient and effective business continuity managem

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Eltawy, Nesrine, and David Gallear. "Leanness and agility: a comparative theoretical view." Industrial Management & Data Systems 117, no. 1 (2017): 149–65. http://dx.doi.org/10.1108/imds-01-2016-0032.

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Purpose The purpose of this paper is to compare and distinguish between two salient means for improving the management of, and leveraging the effectiveness of, supply chains. Leanness and agility have been considered recently as prominent and successful means for competing. The paper examines the literature on leanness and agility thinking including their definitions, importance and practices. The paper also highlights the argument surrounding the relationship direction between these two concepts. Design/methodology/approach A systematic comparative review was conducted on the lean literature

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Nath, Vishnu, and Rajat Agrawal. "Agility and lean practices as antecedents of supply chain social sustainability." International Journal of Operations & Production Management 40, no. 10 (2020): 1589–611. http://dx.doi.org/10.1108/ijopm-09-2019-0642.

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PurposeThe present study aims to empirically investigate whether supply chain agility and lean management practices are antecedents of supply chain social sustainability.Design/methodology/approachData were collected from 311 supply chain practitioners from the Indian manufacturing sector. Confirmatory factor analysis was employed to test the validity and reliability of the measures used, and a structural model was analyzed to test the hypotheses of the current study.FindingsThe results indicate that agility and lean practices are significant antecedents of social sustainability orientation as

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Sun, Jianmin, Muddassar Sarfraz, Jamshid Ali Turi, and Larisa Ivascu. "Organizational Agility and Sustainable Manufacturing Practices in the Context of Emerging Economy: A Mediated Moderation Model." Processes 10, no. 12 (2022): 2567. http://dx.doi.org/10.3390/pr10122567.

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Since the beginning of the 21st century, agility and sustainability have played a significant role in the global manufacturing industry. The manufacturing paradigm leaning toward green procurement and organizational agility has crossed all levels of sustainability by colossally influencing the firms’ sustainable practices, innovation capacity, and eco-friendly procurements. Integrating sustainable practices in manufacturing is a complex task that demands that global economies conduct comprehensive research on the factors influencing the firms’ sustainable practices. Therefore, the study consid

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Waileruny, Hulawa Theresia, and Hadinda Hadinda. "Strategi Ketahanan Rantai Pasok dalam Mendorong Efisiensi Operasional Industri Furnitur." RIGGS: Journal of Artificial Intelligence and Digital Business 4, no. 2 (2025): 978–85. https://doi.org/10.31004/riggs.v4i2.571.

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Industri furnitur di wilayah kepulauan seperti Maluku menghadapi tantangan signifikan dalam aspek logistik, keterbatasan infrastruktur, dan ketergantungan pada bahan baku dari luar daerah. Kondisi ini menimbulkan risiko pada rantai pasok yang dapat berdampak langsung terhadap operational performance. Meskipun studi terkait Supply Chain Resilience (SCR) telah banyak dilakukan, penelitian yang secara spesifik menguji pengaruh dimensi Agility, Supply Chain Risk Management (SCRM) Culture, dan Collaboration terhadap Operational Performance pada industri furnitur di daerah kepulauan masih sangat ter

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Carvalho, André M., Paulo Sampaio, Eric Rebentisch, João Álvaro Carvalho, and Pedro Saraiva. "Operational excellence, organisational culture and agility: the missing link?" Total Quality Management & Business Excellence 30, no. 13-14 (2017): 1495–514. http://dx.doi.org/10.1080/14783363.2017.1374833.

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Rahiminezhad Galankashi, Masoud, Syed Ahmad Helmi, Abd Rahman Abdul Rahim, and Farimah Mokhatab Rafiei. "Agility assessment in manufacturing companies." Benchmarking: An International Journal 26, no. 7 (2019): 2081–104. http://dx.doi.org/10.1108/bij-10-2018-0328.

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Purpose The purpose of this paper is to propose a framework to assess the agility of manufacturing companies. Design/methodology/approach Particularly, three supply chain logistic drivers (facility, transportation and inventory) along with three cross-functional drivers (information, sourcing and pricing) are selected as the main sets to classify all required activities of agility. In addition, supply chain contracts, as an important indicator of supply chain agility, is also considered to categorize the activities. These activities are ranked using an (AHP) and then categorized based on the m

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Nazempour, Rayhaneh, Jianhua Yang, and Abdul Waheed. "An Empirical Study to Understand the Effect of Supply Chain Agility on Organizational Operational Performance." International Journal of Information Systems and Supply Chain Management 11, no. 4 (2018): 1–20. http://dx.doi.org/10.4018/ijisscm.2018100101.

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To bring agility in supply chain operations is a critical factor for firms in order to meet customers' requirements in an effective and productive manner. Several researchers have been argued that agility has become a prime driver of competitiveness. However, agility with respect to supply chain was not extensively studied, especially less attention was paid to empirical work. This article attempts to fulfill such need by investigating the relationship between supply chain agility (SCA) and organizational performance (OP) in the context of Iran. Primary data were collected through surveys dist

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Johansson, Filip, and Lazar Rusu. "Barriers to Agility in a Large Company's IT Organization." International Journal of Innovation in the Digital Economy 10, no. 1 (2019): 1–17. http://dx.doi.org/10.4018/ijide.2019010101.

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The ability to detect and respond to change with ease, speed, flexibility and dexterity – referred to as agility – has become a necessary ability for almost any IT organization. In fact, today's IT organizations need to deliver products and services faster and in a more agile manner than before. Despite its importance, there is a lack of research on what barriers exists towards achieving agility in IT organizations. This article explores what factors inhibit agility within an IT organization in a large company in Sweden. The data was collected using interviews, internal documents and observati

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Son, Jung Hwan, and Byung Hoon Jeon. "The Impact of Sustainability Management of Social Economy Enterprises on Corporate Performance: Focusing on the mediating effect of organizational agility." Korean Career, Entrepreneurship & Business Association 7, no. 2 (2023): 35–50. http://dx.doi.org/10.48206/kceba.2023.7.2.35.

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In this study, the effect of sustainable management on corporate performance was analyzed to derive support policies and practical implications for social economy companies in order to increase the sustainability of social enterprises such as (preliminary) social enterprises, (social) cooperatives, village enterprises, self-support enterprises, and social ventures. Unlike existing for-profit companies, as an alternative economy that solves social problems has emerged, research on social and economic companies that pursue social and economic performance is actively being conducted. In addition,

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Jeremić, Nebojša, Miloš Jeremić, and Nemanja Jakovljević. "Agility of internal audit." Revizor 24, no. 95-96 (2021): 57–76. http://dx.doi.org/10.5937/rev2196057j.

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The dynamic changes in the market conditions are increasingly moving away from the reactive audit planning. The increasingly prevalent approach implies agility, i.e. faster adjustment to the external and internal environment, whose result includes the improved operational performance, quality and satisfaction of audit clients. One way to introduce agility in internal audit is to adopt the methodology Scrum, a management approach applied in several project organizations in various industries. By implementing the best experiences of Scrum, a better overview, thinking, learning and adjustment wou

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Tarigan, Zeplin Jiwa Husada, Hotlan Siagian, Yonathan Palumian, and I. Nyoman Sutapa. "The influence of the human-machine interface on operational performance through supply chain agility." Uncertain Supply Chain Management 11, no. 4 (2023): 1783–88. http://dx.doi.org/10.5267/j.uscm.2023.6.013.

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Manufacturing companies continue to carry out activities by maximizing the role of the human-machine interface. Its function is to provide work effectiveness and efficiency, compliance with social distancing at the working place, and maintain the production optimum utilization level of machines. The human-machine interface, semi-automatic or fully automatic, gives a significant role to operators and supervisors in company operations to monitor production results in real time. This study examines the influence of human-machine interface adoption on operational performance through supply chain a

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Mao, Yunshi, and Jing Quan. "IT Enabled Organisational Agility." Journal of Organizational and End User Computing 27, no. 4 (2015): 1–24. http://dx.doi.org/10.4018/joeuc.2015100101.

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This paper examines the role of information technology (IT) in enabling organisational agility. The authors focus on two IT capabilities, IT exploration and IT exploitation. On the basis of conceptualisation of the capability lifecycle and a hierarchy of dynamic capabilities, the authors establish a theoretical linkage between lower-order capability and higher-order capability, i.e., IT exploration capability to IT exploitation capability to organisational agility. Using the partial least square approach, the authors empirically test the proposed relationships using data from 289 manufacturers

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Groenewald, Coenrad Adolph, Elma S. Groenewald, Francisca T. Uy, Osias Kit T. Kilag, Annabelle R. Rabillas, and Maria Hazel D. Cabuenas. "Organizational Agility: The Role of Information Technology and Contextual Moderators - A Systematic Review." International Multidisciplinary Journal of Research for Innovation, Sustainability, and Excellence (IMJRISE) 1, no. 3 (2024): 32–38. https://doi.org/10.5281/zenodo.11043437.

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Abstract: This systematic review investigates the relationship between Information Technology (IT) and organizational agility, examining how specific IT capabilities influence agility dimensions and the contextual factors that moderate this relationship. Findings highlight the positive impact of IT on organizational agility, with real-time data processing, cloud computing, and artificial intelligence identified as key enablers. Moreover, organizational culture, leadership style, and environmental dynamism emerge as critical moderators, shaping the effectiveness of IT in fostering agility. The

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Jing, Zhucui, Ying Zheng, and Hongli Guo. "A Study of the Impact of Digital Competence and Organizational Agility on Green Innovation Performance of Manufacturing Firms—The Moderating Effect Based on Knowledge Inertia." Administrative Sciences 13, no. 12 (2023): 250. http://dx.doi.org/10.3390/admsci13120250.

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Hierarchical regression is used to empirically investigate the impact of digital capabilities on green innovation performance, as well as the mediating role of organizational agility and the moderating effect of knowledge inertia. Based on the data from a large sample of 383 middle and senior managers from manufacturing companies, the dynamic capability theory is applied to SPSS 27.0. The results show that digital capability contributes to green innovation performance; knowledge inertia moderates the inverted U-shape between digital capability and green innovation performance; and two dimensio

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Boumsisse, Imane, Mariam Benhadou, and Abdellah Haddout. "Study of the impact of Industry 5.0 technologies on operational excellence: Insights into agility, innovation, and sustainability." International Journal of Innovative Research and Scientific Studies 8, no. 3 (2025): 1322–33. https://doi.org/10.53894/ijirss.v8i3.6798.

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Industry 5.0 marks an evolution from Industry 4.0 by integrating advanced technologies such as artificial intelligence, IoT, and big data while taking a more human-oriented and sustainability-oriented approach. This new industry framework is profoundly changing operational excellence practices, driving agility, resilience, continuous innovation, and increased collaboration with customers. This study focuses on assessing the impact of Industry 5.0 technologies on several dimensions of operational excellence, namely productivity, quality, agility, innovation, customer satisfaction, resilience, a

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Tisnasasmita, Bisma, Muafi Muafi, Dessy Isfianadewi, and Wisnu Prajogo. "Increasing organizational agility and innovation performance of tour operators from the relational view perspective." Acta logistica 11, no. 02 (2024): 221–32. http://dx.doi.org/10.22306/al.v11i2.500.

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Previous research based on the Relational View has four major issues. The first issue is the need to stabilise relational rent in the long-term collaboration which can be addressed through involving management commitment. The second issue is the absence of implementations of non-financial relational rent such as innovation performance. The third issue is a significant fact that the research has not been conducted in crisis situations, where companies face limited resources and require both agility and innovation for survival. The fourth issue pertains to the absence of implementations regardin

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Ahmed, Waqar, Arsalan Najmi, Yusra Mustafa, and Asif Khan. "Developing model to analyze factors affecting firms’ agility and competitive capability." Journal of Modelling in Management 14, no. 2 (2019): 476–91. http://dx.doi.org/10.1108/jm2-07-2018-0092.

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PurposeThe purpose of this study was to investigate and explain the factors contributing to supply chain agility in service-oriented firms and therein to enhance competitive capabilities of the organization. The study has identified various variables from past studies that support firms in developing agile supply chain operations. Factors identified from prior studies are supply chain flexibility, supply chain visibility, supply chain responsiveness, supply chain speed and learning orientation, which were then empirically tested for further understanding.Design/methodology/approachUsing purpos

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Adabala, Sai Krishna. "Cloud Migration: Overcoming Challenges and Ensuring Successful Transition." Journal of Artificial Intelligence & Cloud Computing 3, no. 1 (2024): 1–6. https://doi.org/10.47363/jaicc/2024(3)e220.

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Prikladnicki, Rafael, Casper Lassenius, and Jeffrey C. Carver. "Trends in Agile: From Operational to Strategic Agility [Practitioners' Digest]." IEEE Software 36, no. 1 (2019): 95–97. http://dx.doi.org/10.1109/ms.2018.2875649.

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Xie, Chaohong, Xianhao Xu, Yeming Gong, and Jie Xiong. "Big Data Analytics Capability and Business Alignment for Organizational Agility." Journal of Global Information Management 30, no. 1 (2022): 1–27. http://dx.doi.org/10.4018/jgim.302915.

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This paper investigates the impact of big data analytics capability (BDAC) on organizational agility under the moderating effect of BDAC–business alignment and its impact on performance through organizational agility. Data from a matched-pair survey of business, data technology, and financial executives in 161 organizations were used to examine the proposed research model. This paper used partial least squares–structural equation modeling and hierarchical component analysis to examine the data. The results suggest a positive mediation role of organizational agility in the relationship between

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L'Hermitte, Cécile, Marcus Bowles, Peter Tatham, and Ben Brooks. "An integrated approach to agility in humanitarian logistics." Journal of Humanitarian Logistics and Supply Chain Management 5, no. 2 (2015): 209–33. http://dx.doi.org/10.1108/jhlscm-04-2014-0016.

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Purpose – The purpose of this paper is to propose first, a comprehensive model of the concept of agility in a humanitarian logistics context, and second, to generate a research agenda to test and operationalise this model. Design/methodology/approach – The paper draws on the dynamic capabilities model originated by Teece and uses a topical literature review of research in various business disciplines in order to reflect on the concept of agility in a humanitarian logistics context, to demonstrate that its current scope needs to be widened, and to propose an alternative approach. Findings – The

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BARHMI, Aziz. "Understanding the Role of Agility and Responsiveness Capabilities in Achieving Supply Chain Performance: The Case of Manufacturing Companies." International Journal of Managing Value and Supply Chains 13, no. 3 (2022): 1–20. http://dx.doi.org/10.5121/ijmvsc.2022.13301.

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The supply chain agility concept has been identified as one of the most important issues in the supply chain management literature. However, despite the popularity of the concept, many concept attributes are largely unexplored. The mediating role of the operational capabilities, in particular the supply chain responsiveness, in the link between the supply chain agility and the improvement of the supply chain performance, is a field that is lacking in research. This research aims to deepen the theory by addressing this gap in the supply chain agility literature. The data for this study were col

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Hernawaty, Hernawaty, and Muchlis Syahrani. "Managing workforce agility through bureaucratic leadership and organizational culture in public service mediated by psychological empowerment." Jurnal Manajemen dan Pemasaran Jasa 15, no. 2 (2022): 197–212. http://dx.doi.org/10.25105/jmpj.v15i2.12656.

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This study aims to analyze the influence of bureaucratic leadership and organizational culture in public service on workforce agility mediated by psychological empowerment in East Kalimantan. This is an explanatory survey of local government organizations/LGOs in East Kalimantan with an observation unit, consisting of 238 employees who were selected randomly. Data analysis was then carried out using the covariant SEM procedure. The results showed that workforce agility was influenced by leadership and organizational culture. Therefore, leaders who are able to maintain balance in local politica

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Saputra, Nopriadi. "Menakar Pengaruh dari Ambidextrous Leadership terhadap Business Agility dari Perusahaan Publik di Masa Krisis." Ideas: Jurnal Pendidikan, Sosial, dan Budaya 8, no. 4 (2022): 1435. http://dx.doi.org/10.32884/ideas.v8i4.845.

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This article attempts to explore ambidextrous leadership and its effects on business agility and firm performance. Is it relevant to tend to explorative, exploitative, or balanced in leading a company in crisis conditions? How does ambidextrous leadership impact on business agility in supply chain, operations, and marketing function? This article is based on a cross-sectional study which collecting perceptual responses from 113 senior management from 34 public listed companies on Indonesia Stock Exchange (IDX). Data was collected by online-questionnaire with convenience approach. The data was

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Akbar, Gugun Geusan, and Mila Karmila. "Agility Model of Empowerment for Village-Owned Enterprises (BUMDes) in Indonesia." International Journal of Science and Society 6, no. 1 (2024): 1084–101. http://dx.doi.org/10.54783/ijsoc.v6i1.1260.

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This article explores the concept of agility in the context of empowering Village-Owned Enterprises (BUMDes) in Indonesia. Facing complex challenges in a dynamic environment, BUMDes requires a more adaptive and responsive approach to enhance its performance. Through a dynamic systems approach, this article identifies key factors influencing BUMDes agility, including human resource capacity, technology adoption, collaboration, and local government support. Furthermore, the article emphasizes the importance of operational transparency, oversight, strategic planning, and human resource developmen

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Kim, M., and S. Chai. "The role of agility in responding to uncertainty: A cognitive perspective." Advances in Production Engineering & Management 17, no. 1 (2022): 57–74. http://dx.doi.org/10.14743/apem2022.1.421.

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This research investigates the impact of external environment, cognitive factors, and behavioral dimensions in the context of implementing supply chain agility. It applies social cognitive theory to establish a link between various environments including business uncertainty and supply chain disruption risk, cognitive factors such as supply chain agility self-efficacy, trust, and supply chain cooperation, coordination, and communication attitude, and actions such as implementing supply chain agility as well as behavior to explain the decision-making process in implementation. Based on the surv

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Purwanto, Heru, Harya K. Wiralaga, and Ari Saptono. "Does strategic agility and innovation capability have an impact on firm performance? A study on the Indonesian motorcycle industry." Asian Economic and Financial Review 13, no. 12 (2023): 981–95. http://dx.doi.org/10.55493/5002.v13i12.4930.

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Agility and innovation are two of the most important capabilities that organizations have to deal with in disruptive environments. This research aims to examine the effect of strategic agility and innovation capability on firm performance in the Indonesian motorcycle industry. The research was conducted on 208 companies comprising both OEM (original equipment manufacturer) and tier 1 component suppliers in the supply chain of the Indonesian motorcycle industry. The validity was tested using the content, construct and convergent validity tests, the construct reliability was tested using the one

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Gülşah ŞİŞMAN. "Agility in aviation management: Evaluations from a supply chain perspective." World Journal of Advanced Research and Reviews 25, no. 1 (2025): 504–8. https://doi.org/10.30574/wjarr.2025.25.1.0107.

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This paper examines the concept of agility within aviation management, emphasizing its role from a supply chain perspective. Drawing from a comprehensive literature review, the study identifies how agility is defined, applied, and analyzed in the aviation sector. Key themes encompass the significance of agile supply chains in achieving operational adaptability, the incorporation of digital tools, and the strategies employed to address disruptions, exemplified by the COVID-19 pandemic. The paper identifies research gaps, including limited attention to sustainability and challenges in stakeholde

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Lee, Joung-Ho. "A Study on Agility and Operational Performance of Supply Chain Network." Korean Logistics Research Association 31, no. 3 (2021): 1–15. http://dx.doi.org/10.17825/klr.2021.31.3.1.

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Beck, Roman, Immanuel Pahlke, and Jens Vykoukal. "Colocation as a Hybrid ICT Sourcing Strategy to Improve Operational Agility." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 47, no. 2 (2016): 9–35. http://dx.doi.org/10.1145/2963175.2963177.

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